Job Crafting and Identity in Low-Grade Work: How Hospital Porters Redefine the Value of their Work and Expertise

Fuller, Alison; Unwin, Lorna

doi:10.1007/s12186-017-9173-z

Cited by 25 publications

(26 citation statements)

References 26 publications

(23 reference statements)

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“…Cognitive crafting essentially implies an individual developing a new way of looking at his or her job (Wrzesniewski et al, ). For example, cognitively crafting one's job could consist of reframing the purpose of one's job to align more with personal passions and preferences (Batova, ), emphasising the positive aspects of one's profession (Vuori, San, & Kira, ), forging an “esteem enhancing” identity (Fuller & Unwin, ), and/or distancing mentally or physically from a person, situation, event, or unpleasant work environment that threatens the image of the job (Bruning & Campion, ). Cognitive job crafting is also an important strategy to modify jobs where there is little opportunity for other forms of job crafting (Zhang & Parker, ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Cognitive job crafting: A possible response to increasing job insecurity and declining professional prestige

Buonocore

Gennaro

Russo

et al. 2020

Human Res Mgmt Journal

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Recent research has shown that job crafting, which describes individuals' attempts to craft a job to make it correspond more to personal inclinations, skills, and abilities, can generate significant work and nonwork benefits for individuals. Using the theoretical lens of activation theory, we examined whether professionals are prompted to cognitively craft their jobs in response to the increasing perception of precarisation of their profession, measured in terms of job insecurity and perceived external prestige. We adopted a mixed methods approach among professional accountants operating in Southern Italy and the results indicated the presence of two curvilinear relationships. More specifically, we found that accountants were more likely to engage in cognitive crafting when experiencing moderate levels of job insecurity (rather than high or low) and in the presence of both low and high levels of perceived external prestige (rather than a moderate level). Implications for theory and practice are discussed.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Cognitive job crafting: A possible response to increasing job insecurity and declining professional prestige

Buonocore

Gennaro

Russo

et al. 2020

Human Res Mgmt Journal

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“…Employees also actively focused on making one's work emotionally less intense (Renkema et al, 2018). Moreover, individuals may use cognitive crafting to forge an "esteem enhancing" identity (Fuller & Unwin, 2017), or to create and define a new socially accepted work identity (Janssen, Wallenburg, & de Bont, 2016).…”

Section: Job Crafting Conceptualizationsmentioning

confidence: 99%

“…Structural adversity refers to a generalized situation in which employees are exposed to high competitiveness (Meged, 2017), or feel threatened by organizational changes (Vuori et al, 2012). Employees may also experience job-related adversity when low-grade status jobs provide a lack of social validation and workers feel they have to protect themselves from such negative cues (Fuller & Unwin, 2017;Rafaeli, 1989).…”

Section: Insert Tables 2 and 3 About Herementioning

confidence: 99%

“…In these situations, individuals are less likely to engage in approach crafting because they perceive that this form of crafting would be more difficult or even impossible to undertake because of contextual constraints. Another finding is that because of the feeling of not being able to overcome such contextual constraints, people just stop any crafting attempts (Cohen, 2013;Fuller & Unwin, 2017;Lyons, 2008). This situation occurs, for example, when individuals must address high competition or job insecurity (Buonocore et al, 2018;Meged, 2017) or in the case of a lack of crafting opportunities (Cohen, 2013).…”

Section: Insert Tables 2 and 3 About Herementioning

confidence: 99%

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The Process of Reinventing a Job: A Meta–Synthesis of Qualitative Job Crafting Research

Lazazzara¹,

Tims²,

Gennaro³

2019

Preprint

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Two different research streams are encountered in the job crafting literature. The first, defined as task, cognitive, and relational job crafting by Wrzesniewski and Dutton (2001), has predominantly applied qualitative research designs to explore how employees craft their jobs to better align them with their preferences, abilities, and motivations to enhance work meaning and identity. The second stream, characterized by crafting job demands and job resources (Tims & Bakker, 2010), focuses mostly on quantitative research designs and examines the antecedents of job crafting and whether those antecedents are related to work-related well-being and performance. Although the quantitative studies have recently been meta-analyzed (Lichtenthaler & Fischbach, 2018; Rudolph, Katz, Lavigne, & Zacher, 2017), the knowledge that is captured in the qualitative studies has not been formally integrated. We contribute to a better understanding of job crafting by conducting a meta-synthesis of the qualitative research. Analyzing 24 qualitative studies, we developed a process model of job crafting that enhances an in-depth understanding of the processes associated with job crafting. More specifically, we highlight the motives for job crafting (i.e., proactive or reactive) and how the specific context may influence the form of job crafting in which individuals engage. Next, the process model shows that personal factors connect job crafting forms to the experienced job crafting consequences. The process model enables a better understanding of the conditions under which job crafting is most likely to generate positive or negative experiences.

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“…Under this scenario employees may become innovators on the basis of their experience, and in-depth, and shared knowledge, and through their participation in the social relations and co-production of work. Hence, and importantly, the workforce as a whole is understood to have innovative capacity (Billett 2012;Price, Boud, and Scheeres 2012;Fuller and Unwin 2017). This perspective recognises that established organisations and teams can be generative of innovative activity, but it provides less insight in to the work and learning that it takes to create an innovation through new forms of organisation, social relations and practice.…”

Section: Introductionmentioning

confidence: 99%

Innovating for a cause: the work and learning required to create a new approach to healthcare for homeless people

Fuller¹,

Halford

Lyle

et al. 2018

Journal of Education and Work

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Innovation occupies a pivotal place in our understanding of knowledgebased economies, and this is raising questions about sources of innovation, how it originates, and the role played by employees, work practices and learning. This paper explores these issues through case study research into a new approach to providing healthcare for homeless people in England, and by bringing together conceptual insights from the employee-driven innovation literature, and more broadly from social and practice-based learning theory and organisational theory. Applying these perspectives to our case enables illumination of the innovation as a process -not an event -and as an ongoing set of organisational practices that transcend their origins. Through our analysis we argue that the notion of 'a cause' is helpful in elucidating the impetus and the commitment to making the innovation happen (and go on happening). Our findings are presented under three themes: 'establishing a cause' , 'organising for innovation' , and 'innovative capability in practice' . Building on these, we have identified five key interrelated dimensions which help conceptualise the work and learning that it took to create and (re-)enact the innovation and that we suggest may have relevance for understanding and characterising other employee-led innovations in and perhaps beyond healthcare.

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Job Crafting and Identity in Low-Grade Work: How Hospital Porters Redefine the Value of their Work and Expertise

Cited by 25 publications

References 26 publications

Cognitive job crafting: A possible response to increasing job insecurity and declining professional prestige

Cognitive job crafting: A possible response to increasing job insecurity and declining professional prestige

The Process of Reinventing a Job: A Meta–Synthesis of Qualitative Job Crafting Research

Innovating for a cause: the work and learning required to create a new approach to healthcare for homeless people

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